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UPDATE • USAAC Reg 10-1 1

Department of the Army

Headquarters, United States Army Accessions Command30 Harrison Street

Fort Monroe, Virginia 23651-1066

21 April 2003

USAAC Regulation 10-1

Effective 1 May 2003

Organization and Functions

Headquarters, United States Army Accessions Command

For the Commander:

BERNARDO C. NEGRETEBrigadier General, US Army Deputy Commanding General/Chief of Staff

Official:

ROGER H. BALABANChief Information Officer

History. This regulation publishes a new USAACReg 10-1 which is effective 1 May 2003.

Summary. The United States Army AccessionsCommand was established by Headquarters, De-partment of the Army General Orders Number

1, effective 15 February 2002, as a subordinatecommand of the United States Army Training andDoctrine Command. Three subordinate com-mands were assigned: United States Army Ca-det Command, United States Army Recruiting

Command, and United States Army Training

Center, Fort Jackson. The headquarters oper-ates from three locations: Fort Monroe, Virginia;Fort Knox, Kentucky; and Fort Jackson, SouthCarolina. This regulation prescribes the mission,organizational structure, responsibilities, andfunctions of Headquarters, United States ArmyAccessions Command and the United StatesArmy Accessions Support Brigade. Functionsand responsibilities of external organizations thatprovide support to this headquarters are also de-scribed.

Applicability. This regulation applies to all indi-viduals and staff elements of Headquarters,United States Army Accessions Command.

Proponent and exception authority. The pro-ponent of this regulation is the Director of Re-source and Logistics Management. The propo-nent has the authority to approve exceptions tothis regulation that are consistent with control-

ling law and regulation.

Army management control process. Thisregulation does not contain management control provisions.

Supplementation. Supplementation of thisregulation is prohibited.

Suggested improvements. Users are invitedto send comments and suggested improvementson DA Form 2028 (Recommended Changes toPublications and Blank Forms) directly to HQUSAAC (ATAL-R), 1307 3rd Avenue, Fort KnoxKY 40121-2726.

Distribution. This publication is available in

electronic media only and is available on theUSAAC Homepage at http://www.usaac.army

mil.

Contents (Listed by paragraph number)

Chapter 1IntroductionPurpose • 1-1References • 1-2Explanation of abbreviations • 1-3Policy • 1-4Responsibilities • 1-5Procedures • 1-6

Universal common task list • 1-7

Chapter 2Staff and DirectoratesCommanding General, United States Army Ac-

cessions Command and Deputy Command-ing General, Initial Entry Training • 2-1

Commanding General, USAREC and DeputyCommanding General, Recruiting • 2-2

CG, USACC and Deputy Commanding Gen-eral, Initial Officer Leader Development • 2-3

CG, USATC - Fort Jackson and Deputy Com-manding General, BCT • 2-4

Deputy Commanding General, USAAC • 2-5CSM • 2-6Office of the CG • 2-7

Strategic Planning Group • 2-8Inspector General • 2-9Staff Judge Advocate • 2-10Chaplain • 2-11Deputy Commanding General/Chief of Staff

• 2-12Secretary of the General Staff • 2-13Quality Assurance Office • 2-14Office of the Historian • 2-15Deputy Chief of Staff, USAAC • 2-16Deputy Chief of Staff, Reserve Affairs • 2-17Department of the Army Liaison Office • 2-18Equal Employment Opportunity Office • 2-19Safety Office • 2-20

Office of Internal Review and Audit Compliance

• 2-21Command Surgeon • 2-22Headquarters Companies • 2-23Operations and Training Directorate • 2-24Public Affairs Office • 2-25Strategic Outreach Directorate • 2-26Center for Accessions Research • 2-27Human Resources Directorate • 2-28Information Support Activity • 2-29

Resource and Logistics Management Director-ate • 2-30

Chapter 3United States Army Accessions Support Bri-gadeCore competency • 3-1Functions • 3-2Headquarters, United States Army Accessions

Support Brigade • 3-3United States Army Mission Support Battalion

• 3-4United States Army Parachute Team (Golden

Knights) • 3-5United States Army Marksmanship Unit • 3-6

Appendix A. References

Glossary

Chapter 1Introduction

1-1. PurposeThis regulation prescribes the approved organi-zational structure of Headquarters, United StatesArmy Accessions Command (HQ USAAC) (seefig 1-1) and the United States Army AccessionsSupport Brigade. It provides uniform organiza-tional charts and provides staff responsibilities

and function statements for each directorate, personal staff, and special staff office of the head-quarters.

1-2. ReferencesRelated publications are listed at appendix A.

1-3. Explanation of abbreviationsAbbreviations used in this regulation are ex

plained in the glossary.

1-4. Policya. The headquarters staff consists of the com

mand group, personal staff, and special staffHeadquarters organizational elements are segmented into directorates and staff offices that are

further subdivided into divisions and branches(and in some specialized cases, offices).

b. The tables of distribution and allowances

(TDA) and other published media concerning theheadquarters will be consistent with the organi-zational alignment published in this regulation.

1-5. ResponsibilitiesCommanders, directors, personal staff, and spe

cial staff are responsible for ensuring that thisregulation reflects approved responsibilities, or-ganization, and alignment of functions.

1-6. ProceduresCommanders, directors, personal staff, and spe

cial staff will submit requests for changes to thisregulation based upon one or more of the fol-lowing:

a. More effective use of resources.b. Improved procedures.c. Changes in mission or staffing.

d. Changes directed by higher authority.

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2 UPDATE • USAAC Reg 10-1

1-7. Universal common task listListed below are tasks performed by all director-ates, personal staff, and special staff as requiredand therefore are not restated in the text of theregulation.

a. Integrates quality principles and Army val-ues into daily actions.

b. Renders technical advice to members of thecommand.

c. Provides input to command budget plans.d. Provides TDA changes.e. Processes personnel change actions.

f. Responds to routine internal and externalrequirements and staff actions.

g. Provides advice on functional policy.h. Maintains files.i. Completes noncommissioned officer evalu-

ation reports (NCOERs), officer evaluation re-ports (OERs), and civilian appraisals.

j. Determines training plans for personnel.k. Provides mobilization plan submissions as

required.l. Represents the command at meetings and

conferences.m. Administers internal controls to safeguard

property and information.n. Fulfills timecard requirements.o. Develops and presents briefing charts.p. Provides a contracting officer’s technical

representative (COTR) as required.q. Answers requests for information.

r. Analyzes needs and requests automationsupport.

s. Submits reports to external sources.t. Maintains liaison and coordinates with other

commands.u. Assists in the preparation of studies, reports,

analyses, briefings, correspondence, and travel

orders.v . Maintains suspense log of correspondence

schedule, and itinerary for the director.w. Maintains property accountability records

and provides expendable supplies.x. Provides technical editorial support for di

rectorate documents and papers.y . Provides technical advice to the director and

divisions on awards programs.z. Manages NCOER and OER controls and

rating schemes and civilian performance standards and ratings.

aa. Maintains internal mail and distributionsystem.

ab. Maintains and controls supply requests.ac. Provides, coordinates, and maintains di

rectorate leave plan.

ad. Maintains a physical security and key con

trol program.

Operations

Division

Training

Division

Public

Affairs

TRADOC Staff Support

Advertising

Contract

Division

Operations

Section

Advertising

Division

Outreach

Division

Marketing

Research and

Analysis

Division

Accessions

Systems

Division

Research

Integration

and Support

Division

Equal

Opportunity

Advisor

Personnel

Services

Office

Well-Being

Programs

Communications,

Electronics,

and Operations

Division

Applications

and Programming

Division

Systems

Integration

Division

Field

Support

Teams

Strategic

Planning

Element

Information

Services

Division

Resource

Operations

Division

Programs

Division

Finance and

Accounting

Office

Civilian

Personnel

Office

Equal

Employment

Opportunity

Office

Resource andLogistics

ManagementDirectorate

InformationSupport Activity

HumanResourcesDirectorate

Center forAccessionsResearch

StrategicOutreach

Directorate

Operationsand TrainingDirectorate

DCG, Initial Officer LeaderDevelopment

and CG, Cadet Command

DCG, Accessions Command

DCG, Basic Combat Trainingand

CG, Army Training Center -Fort Jackson

Cdr, AccessionsSupport Brigade

TRADOC DCG, IETand

CG, USAAC

DCG, Recruiting

andCG, Recruiting Command

DCG/CofS

DCS,AccessionsCommand

DCS,Reserve

QualityAssurance

Office

Historian DA LiaisonOffice

Safety Headquarters

Companies

Internal Reviewand

Audit Compliance

Surgeon Security

ChaplainInspectorGeneral

Office ofthe CG

CommandSergeant

Major

StrategicPlanningGroup

Staff JudgeAdvocate

Personal Staff Group

Special Staff Group

Figure 1-1. USAAC organizational chart

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Chapter 2Staff and Directorates

2-1. Commanding General, United States Army

Accessions Command and Deputy Command-

ing General, Initial Entry Training

a. Core competency. Serves as the senior

military leader of the United States Army Acces-

sions Command (USAAC). Provides command,

control, and coordination of the Army’s officer,

warrant officer (WO), and enlisted accession pro-

cesses from initial contact through completion ofinitial military training (IMT). Develops and imple-

ments plans, programs, organizations, and re-

sources to accomplish the USAAC mission. Com-

mands assigned organizations and military and

civilian personnel. As a major subordinate com-

mand of the United States Army Training and

Doctrine Command (TRADOC), exercises gen-

eral responsibilities in accordance with AR 10-

87. Develops, directs, and executes the Army’s

strategic communications plan in support of the

accessions mission. Exercises executive agency

authority over the United States Military Entrance

Processing Command (USMEPCOM).

b. Functions.(1) Provides command and control for as-

signed organizations: HQ USAAC, United States

Army Recruiting Command (USAREC), United

States Army Cadet Command (USACC), United

States Army Training Center (USATC) - Fort

Jackson, and the United States Army Accessions

Support Brigade.

(2) Establishes IMT policy and guidance.

(3) Establishes TRADOC policy for the devel-

opment and conduct of enlisted IMT to include

basic combat training (BCT), one station unit

training, and advanced individual training.

(4) Establishes TRADOC policy for the devel-

opment and conduct of officer IMT to include

Basic Officer Leadership Course I and II, OfficerCandidate School (OCS), Warrant Officer Can-

didate School, and Reserve Officers’ Training

Corps (ROTC).

(5) Establishes TRADOC funding priorities for

enlisted IMT.

(6) Provides TRADOC guidance for initial en-

try training (IET) commanders’ and Command

Sergeants’ Major (CSMs’) conferences.

(7) Provides guidance for the monthly IET

commanders’ and CSMs’ video teleconference.

(8) Provides TRADOC policy for the develop-

ment and conduct of the Defense Language

Institute’s English Language Center, English as

a Second Language course.

(9) Establishes TRADOC policy for the con-

duct of enlisted IMT at the Defense Language

Institute, Foreign Language Center.

(10) Establishes TRADOC policy concerning

the operation of fitness training units to include

the physical conditioning unit and the Physical

Training Rehabilitation Program.

(11) Establishes TRADOC implementation

guidance of the Hometown Recruiter Assistance

Program.

(12) Establishes TRADOC military occupa-

tional specialty (MOS) retraining and reclassifi-

cation guidance.

(13) Establishes TRADOC policy for address-

ing Reserve Component (RC) (United States

Army Reserve (USAR) and Army National Guard

(ARNG)) unique IMT issues.

(14) Establishes TRADOC IMT accreditation

policy and guidance for all enlisted, WO, and ini-

tial officer training programs.

(15) Establishes TRADOC IMT assessment and

assistance visit policy and guidance for all en-

listed IMT installations.

(16) Establishes TRADOC enlisted IMT attri-tion policy and guidance.

(17) Serves as approval authority for:

(a) TRADOC Reg 350-6.

(b) TRADOC Reg 350-16.

(c) TRADOC Pam 600-4.

(d) TRADOC Reg 350-10.

(18) Establishes officer common core tasks in

coordination with the United States Military Acad-

emy (USMA).

(19) Participates in the annual Tri-Service

ROTC Conference.

(20) Establishes TRADOC IMT assessment

and assistance visit policy and guidance for all

officer IMT installations.

2-2. Commanding General, USAREC and

Deputy Commanding General, Recruiting

a. Core competency. Manages worldwide en-

listed and special mission recruiting operations.

Commands Headquarters, United States Army

Recruiting Command (HQ USAREC) and subor-

dinate field activities located throughout the

United States, Puerto Rico, the US Virgin Islands,

Guam, American Samoa, Panama, Europe, and

Asia.

b. Functions.

(1) Recruits US citizens, legal residents, and

other qualified individuals for service in the US

Army.(2) Recruits for the Regular Army (RA), the

USAR, and the Army Medical Department

(AMEDD). Additionally assists in ROTC recruit-

ing.

(3) Recruits applicants for OCS and Warrant

Officer Flight Training enlistment options and for

the Judge Advocate Corps, Chaplain Corps, and

other direct commissioning sources.

(4) Supports the USMA Admissions Program.

(5) Plans, programs, budgets, funds, and co-

ordinates requirements for resources and pro-

vides mission support for all USAREC activities.

(6) Negotiates with the Assistant Secretary of

the Army for Installations and Environment, Chief

of Engineers (COE), and the Assistant Chief of

Staff for Installation Management, or with other

military services for the acquisition, construction,

conversion, alteration, modification, or rehabili-

tation of recruiting facilities.

(7) Develops, directs, and oversees the ex-

ecution of local advertising, event marketing, and

public affairs programs in support of USAREC

recruiting missions in coordination with the

USAAC Strategic Outreach Directorate.

(8) Receives and processes requests for en-

listed recruiting publicity and advertising for Army

reenlistment programs.

(9) Budgets for the procurement of publicity

and local advertising in support of the RA and

USAR enlisted recruiting programs. Also pro

vides advertising and public affairs support fo

AMEDD officer recruiting and special missions

(10) Establishes and maintains liaison with

educators and education associations at the na

tional, state, and local levels; supervises Army

recruiting participation in national education con

ventions.

(11) Maintains liaison with recruiting headquarters of the Marine Corps, Navy, and Ai

Force; the COE and district engineer offices; rep

resentatives of the General Services Adminis

tration; the Military Traffic Management Com-

mand, and other agencies on matters directly

affecting USAREC operations.

(12) Initiates requests, as necessary, to ob

tain administrative, legal, and logistical services

from the Commanding General (CG), TRADOC

the United States Army Forces Command; United

States Army Logistics Command; United States

Military District of Washington; USMEPCOM; the

numbered armies in the continental United

States; certain overseas commands; and theCOE for support of recruiting activities.

(13) Exercises command authority over all mili

tary and civilian personnel assigned to USAREC

activities with general court-martial jurisdiction

over military personnel.

(14) Provides routine legal support to USAAC

staff elements stationed at Fort Knox, Kentucky

Provides administrative support to USAAC staf

elements located at Fort Knox, Kentucky.

(15) Assures internal controls are in place and

operating at all command levels.

(16) Conducts recruiting-related analysis to

position and mission the force and to analyze

trends.

2-3. CG, USACC and Deputy Commanding

General, Initial Officer Leader Development

a. Core competency. Directs ROTC recruit

ing and training operations. Develops and imple

ments plans, programs, training, and resources

to accomplish assigned USAAC and USACC

recruiting and training missions. Commands

USACC and all subordinate organizations and

activities. Commands assigned military and ci

vilian personnel.

b. Functions.

(1) Directs and has proponency for the Se

nior Reserve Officers’ Training Corps and the

Junior Reserve Officers’ Training Corps.

(2) Recruits, trains, and retains sufficien

ROTC cadets to meet the assigned Headquar

ters, Department of the Army (HQDA) office

commission mission for the Active Componen

and RC.

(3) Develops, directs, and oversees the ex

ecution of local advertising, event marketing, and

public affairs programs for Senior Reserve Of

ficers’ Training Corps and Junior Reserve Offic

ers’ Training Corps in coordination with the

USAAC’s Strategic Outreach Directorate.

(4) Establishes and maintains liaison with edu

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cators and associations at the national, state, and

local levels. Represents USACC in national edu-

cation conventions.

(5) Maintains liaison with the Navy, Air Force,

USMA, and other agencies on matters directly

affecting USACC operations.

(6) Proponent for the officer precommissioning

task list.

(7) Proponent for the Officer Basic Course

common core task list.

2-4. CG, USATC - Fort Jackson and DeputyCommanding General, BCT

a. Core competency. Commands USATC -

Fort Jackson and all subordinate organizations

and activities. Standardizes, plans, and directs

all IET at Fort Jackson. Develops and imple-

ments plans, programs, and resources to accom-

plish assigned USAAC and USATC - Fort Jack-

son missions. Commands assigned military and

civilian personnel with general court-martial au-

thority over military personnel.

b. Functions.

(1) Conducts BCT, advanced individual train-

ing, and one station unit training as directed.

(2) Conducts the Drill Sergeant ProponencyProgram. Writes, updates, publishes, and dis-

tributes TRADOC Reg 350-16.

(3) Proponent for the Drill Sergeant School

(DSS). Prepares highly qualified noncommis-

sioned officers (NCOs) for duties as drill ser-

geants in IET units.

(4) Proponent for the Drill Sergeant School

Course program of instruction.

(5) Provides the quality control and standard-

ization of DSSs.

(6) Conducts training assistance visits to Ac-

tive Component and RC DSSs.

(7) Responsible for IET instructor and course

certifications.

(8) Proponent for IET Precommand Course.(9) Proponent for the IET Company Com-

mander’s Course.

(10) Proponent for the Human Dimensions

Program Office.

2-5. Deputy Commanding General, Accessions

Command

a. Principal advisor to the commander con-

cerning Reserve affairs.

b. Conducts IMT assessments, inspections,

and certifications as coordinated with the com-

mander.

c. Advises the CG USAAC on Army acces-

sions policies, procedures, and processes with

emphasis on the integration of RC-unique re-

quirements.

d. Provides recommendations to enhance

IMT.

e. Performs other duties as assigned.

2-6. CSM

a. Core competency. The senior enlisted ad-

visor to the CG for all enlisted policy and training

matters.

b. Functions.

(1) Serves as the senior NCO of USAAC and

as a key member of the CG’s personal staff.

(2) Provides information, assessments, judg-

ments, opinions, and an experienced viewpoint

on morale, discipline, motivation, retention, and

other problems of enlisted soldiers.

(3) Mentors and maintains liaison with ser-

geants major of subordinate commands.

2-7. Office of the CG

a. Core competency. Provides administrative

management of the CG’s office and develops the

CG’s short- and long-range schedules.b. Functions.

(1) Manages all aspects of the CG’s calendar

and schedule.

(2) Coordinates travel for the CG.

(3) Manages the CG’s time and information

flow.

(4) Provides mission guidance in accordance

with priorities established by the CG.

(5) Provides administrative support to the CG.

2-8. Strategic Planning Group

a. Core competency. Provides long-range

planning and strategic guidance to the com-

mand. Focuses on development of future con-cepts.

b. Functions.

(1) Develops, coordinates, and maintains the

command’s strategic plan and annual operations

plan.

(2) Recommends concepts to improve the

command’s performance in areas of CG concern.

(3) Reviews and analyzes designated key staff

actions.

(4) Conducts special projects of CG interest.

(5) Performs studies and analyses on special

topics as directed by the CG.

(6) Prepares CG speeches, briefings, presen-

tations, and articles for publication.

(7) Reviews and analyzes publications, ar-ticles, and briefings of interest to the CG.

2-9. Inspector General

a. Core competency. As directed by CG

TRADOC, Inspector General (IG) support to HQ

USAAC will be provided by Headquarters, United

States Army Training and Doctrine Command’s

(HQ TRADOC’s) IG. Personnel assigned to HQ

TRADOC’s IG are responsible for inquiring into

and reporting on matters affecting the perfor-

mance of mission and state of efficiency,

economy, discipline, and morale of the com-

mand. Additional IG support may be obtained

through the IG staffs assigned to USACC and

USAREC. Performs duties in accordance with

AR 20-1.

b. Functions.

(1) Provides assistance, advice, and oversight

of all IG-related matters to USAAC subordinate

elements.

(2) Conducts inquiries and investigations as

required.

(3) Responds to USAAC Inspector General ac-

tion requests.

(4) Evaluates and analyzes Inspector General

action requests data for trends affecting com-

mand goals.

(5) Conducts assistance visits to subordinate

commands and elements and conducts sensing

sessions to assess climate of the command.

(6) Prepares formal reports of special inspec

tions for the CG.

(7) Maintains coordination with USAAC staf

elements by exchanging information on matters

of particular staff concern and interest and evalu

ates the effectiveness of USAAC staff actions a

inspected activities.

2-10. Staff Judge Advocate

a. Core competency. As directed by CG

TRADOC, Staff Judge Advocate support to HQ

USAAC will be provided by HQ TRADOC’s Staf

Judge Advocate. Personnel assigned to HQ

TRADOC are responsible for providing legal ad

vice to the CG and USAAC staff. Additional le

gal support may be obtained through the lega

staffs located at USACC and USAREC. Performs

duties in accordance with AR 27-1 and AR 27

10.

b. Functions.

(1) Provides legal advice and guidance to

USAAC’s command group and staff.(2) Provides guidance, support, and technica

supervision of USAAC’s subordinate legal offices

(3) Provides support in implementing the

Judge Advocate General’s policy guidance within

USAAC.

(4) Provides legal support to HQ USAAC and

subordinate commands in the areas of military

law, intelligence law, administrative law, govern

ment ethics, and legal training.

(5) Advises HQ USAAC’s staff on all legal as

pects in the award and administration of Gov

ernment contracts and agreements.

2-11. Chaplain

a. Core competency. In accordance with AR165-1 the TRADOC Chaplain is responsible fo

the technical supervision and implementation o

the total religious program throughout USAAC

and its subordinate commands. This program in

cludes performing or providing religious support

advising commanders and staffs on matters o

religion, morals, and morale; assisting in estab

lishing a moral, ethical, and spiritual command

climate; and in maintaining ethical and humani-

tarian leadership practices.

b. Functions.

(1) Facilitates the free exercise of religion.

(2) Provides pastoral care and religious min

istration.

(3) Plans, assesses, conducts, monitors, and

supports training for chaplains and chaplain as

sistants.

(4) Develops and implements chaplaincy

policy and plans for all USAAC unit ministry team

members.

(5) Coordinates and reviews all appropriated

funds and nonappropriated funds (NAF) chap

laincy resource allocations.

(6) Coordinates and implements chaplaincy

force structure and personnel fill.

(7) Assists in conducting staff assistance vis

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its and assessments.

(8) Plans and executes the Army’s Suicide

Prevention Campaign Plan by training chaplains,

chaplain assistants, and other members of

USAAC in suicide prevention and intervention

skills.

2-12. Deputy Commanding General/Chief of

Staff

a. Core competency. Directs the HQ USAAC

staff. Responsible for the support, interpretation,

and dissemination of USAAC policies, plans, anddecisions to subordinate units and appropriate

staff sections.

b. Functions.

(1) Oversees training and development of the

headquarters staff.

(2) Functions as senior coordinator with sub-

ordinate and higher headquarters.

(3) Approves and ensures proper and efficient

use of USAAC resources.

2-13. Secretary of the General Staff

a. Core competency. Serves as the principal

administrative and protocol assistant to the Chief

of Staff (CofS).b. Functions.

(1) Assists in managing and coordinating staff

and attendant activities.

(2) Tasks the staff and subordinate command-

ers on the behalf of the CG and Deputy Com-

manding General (DCG)/CofS.

(3) Analyzes, processes, and follows up on all

correspondence to ensure proper coordination,

correctness, timeliness, and completion of as-

signed actions.

2-14. Quality Assurance Office

a. Core competency. Manages the USAAC

Accreditation Program. Provides training assess-

ment and assistance through the managementand conduct of internal and external evaluations

of enlisted, warrant, and commissioned officer

IMT and accession sites.

b. Functions.

(1) Conducts training assessments at subor-

dinate USAAC training sites.

(2) Develops, conducts, and manages the Ac-

creditation Program for USAAC IMT.

(3) Conducts and manages internal and ex-

ternal evaluations of USAAC training programs.

(4) Conducts trend analyses in coordination

with the Center for Accessions Research Direc-

torate.

(5) Fosters climate of training excellence within

the command.

(6) Establishes linkage with field units to en-

sure training is to standard.

(7) Recommends program and process im-

provements to increase training effectiveness and

efficiencies.

(8) Coordinates with HQ TRADOC and Com-

bined Arms Center quality assurance offices and

with quality assurance elements at subordinate

USAAC training sites.

(9) Coordinates and synchronizes the USAAC

assessment and accreditation program sched-

ules with the Combined Arms Center and United

States Army Sergeants Major Academy quality

assurance accreditation offices.

2-15. Office of the Historian

a. Core competency. Develops, publishes, and

executes USAAC’s historical program and ac-

tivities. The historian advises the CG, staff, and

subordinate commands of the requirements of

the Army Historical Program. Provides the com-

mand’s planning and decisionmaking processes

historical perspective concerning organization,mission, and actions in accordance with AR 870-

5 and AR 870-20.

b. Functions.

(1) Maintains the institutional memory of the

command.

(2) Coordinates with record managers to en-

sure the collection, appraisal, and appropriate

disposition of documents of historical interest to

the command.

(3) Performs historical research.

(4) Prepares monographs on topics and

events of historical significance to the command

and Army.

(5) Prepares the command’s annual history.(6) Represents the command to the historical

profession.

(7) Coordinates as may be required with the

Combat Studies Institute, Center of Military His-

tory, and the TRADOC Military History Office.

(8) Conducts oral history exit interviews with

senior officers and civilians.

(9) Manages and oversees instruction in mili-

tary history for USAAC and its subordinate com-

mands.

2-16. Deputy Chief of Staff, Accessions Com-

mand

a. Core competency. Conducts activities to

facilitate actions involving USAREC, USMEPCOM,USACC, HQDA, Department of Defense (DOD),

and TRADOC. In the absence of the CofS di-

rects the activities of the staff.

b. Functions.

(1) Serves as principal assistant to the CofS

for operations and activities of the USAAC staff.

(2) Responsible to the CofS for congressional

activities, plans, operations, and special actions.

(3) Conducts short-term analysis, oversees

projects, and coordinates staff actions which

cross normal staff boundaries as directed by the

CofS.

2-17. Deputy Chief of Staff, Reserve Affairs

a. Core competency. Assists the CofS in ex-

ecuting USAAC’s missions that impact the USAR

in accordance with AR 140-30 and AR 135-2.

b. Functions.

(1) Principal advisor to the DCG/CofS and the

USAAC staff on Reserve affairs.

(2) Monitors the planning and execution of

USAAC’s missions and functional responsibili-

ties to ensure that a total force perspective is

embodied in the process.

(3) Monitors and evaluates the utilization andtraining of USAR personnel within the command.

(4) Maintains liaison with TRADOC DCG foUSAR affairs.

2-18. Department of the Army Liaison Officea. Core competency. Provides interface be

tween USAAC staff and HQDA staff as neededto coordinate activities and promote effectivcommunication.

b. Functions.(1) Facilitates communications betwee

USAAC and members of the HQDA staff.

(2) Ensures that senior leaders are kept awareof HQDA issues that may affect the command.(3) Conveys CG’s vision, mission, and con

cepts to the HQDA staff.(4) Assists the USAAC staff and subordinate

commands in coordination with the Departmen

of the Army (DA) staff, congressional staff, andother DA level agencies and activities.

2-19. Equal Employment Opportunity Officea. Core competency. HQ TRADOC’s Equa

Employment Opportunity (EEO) Office staff wil

provide EEO support to HQ USAAC. The EEOstaff advises the CG on all matters pertaining toEEO. The purpose of the program is to ensure

an environment free of discrimination based onrace, sex, age, religion, color, national originreprisal, and disability in accordance with AR 690

12 and AR 690-600.b. Functions.(1) Manages the EEO Program for USAAC.

(2) Advises the CG and staff on all EEO-related issues.

(3) Advises and assists subordinate com

mands on the development of affirmative em-ployment programs to assure program goalsdesigned to eliminate underrepresentation o

women, minorities, and individuals with disabili-ties in selections, awards, training, and othepersonnel actions are accomplished.

(4) Reviews conflict of interest complaints.

(5) Monitors informal and formal complaintsof discrimination throughout the command to en

sure compliance with published guidelines.(6) Promotes use of mediation to settle com

plaints.

(7) Monitors and ensures that the ComplaintsAction Tracking System is kept up to date.

(8) Ensures compliance with regulatory report

ing requirements.(9) Provides guidance and assistance on spe

cial emphasis programs to eliminate the under-

representation of women, minorities, and indi-viduals with disabilities.

(10) Provides policy on Prevention of Sexua

Harassment.

(11) Conducts staff assistance visits of USAACorganizations to determine effectiveness of over

all EEO Program.(12) Obtains statistical command EEO data

for analysis from various automated resources

2-20. Safety Officea. Core competency. Safety support to HQ

USAAC is provided by HQ TRADOC’s Safety

Directorate with responsibility for advising the CG

and command on all safety, accident prevention

and risk management related issues in accor-

dance with AR 385-10 and TRADOC Reg 385-2

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b. Functions.

(1) Advises and assists the CG USAAC and

staff on all safety and occupational health, acci-

dent prevention, and risk management issues.

(2) Develops command safety and occupa-

tional health policy.

(3) Conducts annual program management

evaluations of USAAC subordinate commands,

schools, and organizations.

(4) Conducts safety reviews, studies, and in-

vestigations as requested by the CG USAAC.

(5) Conducts trend analysis of safety data andaccident reports.

(6) Makes recommendations concerning safety,

accident prevention, and risk management ar-

eas.

(7) Stays abreast of Army and TRADOC stud-

ies affecting safety throughout the command.

(8) Maintains coordination with subordinate

command safety personnel concerning trends

and issues relating to USAAC units.

(9) Provides periodic scheduled updates to the

CG USAAC and staff on safety matters.

2-21. Office of Internal Review and Audit

Compliancea. Core competency. HQ TRADOC’s Office

of Internal Review and Audit Compliance will pro-

vide audit support to HQ USAAC and subordi-

nate commands under the terms and conditions

set forth in a Memorandum of Under-

standing. The Resource and Logistics Manage-

ment Directorate is the USAAC office of respon-

sibility for internal review and audit compliance

action. The Office of Internal Review and Audit

Compliance assists managers in the effective dis-

charge of their responsibilities by furnishing them

with information, analyses, appraisals, and rec-

ommendations concerning the activities

reviewed. The Office of Internal Review and

Audit Compliance makes formal and quick reac-tion audits of known or suspected problem ar-

eas, and provides consulting and advisory ser-

vices to the commanders and directors of sup-

ported activities. In addition, the Office of Inter-

nal Review and Audit Compliance serves as the

command focal point with external audit groups.

b. Functions.

(1) Coordinates audit services to USAAC sub-

ordinate activities as required (AR 11-7).

(2) Reviews and develops the command’s po-

sition on all audit issues directed to USAAC and

subordinate activities (AR 11-7).

(3) Advises commanders and staffs of signifi-

cant management control weaknesses identified

during audits requiring immediate corrective ac-

tions (AR 11-2).

(4) Provides an independent assessment as

to the thoroughness and validity of the

commander’s annual internal management con-

trols statement (AR 11-2).

(5) Represents USAAC and supported activ-

ity commanders at USAAC, major Army com-

mand, and HQDA level meetings dealing with

audit matters.

(6) Develops and maintains an inventory of

auditable entities which identifies the organiza-

tion, programs, activities, and functions subject

to audit and the relative frequency and priority of

audit need (DOD 7600.7-M).

(7) Reviews compliance with policies, plans,

procedures, laws, and regulations and furnishes

advice, analyses, appraisals, recommendations,

and information concerning the activities exam-

ined (AR 11-7).

(8) Provides audit service to USAAC subordi-

nate commanders that do not have sufficient in-

ternal review capability to accomplish their audit

needs (AR 11-7).(9) Provides USAAC and subordinate com-

manders with an independent appraisal capabil-

ity with unrestricted access to all command ac-

tivities, records, property, and personnel (AR 11-

7).

(10) Provides quick reaction audit services in

all functional areas (AR 11-7).

(11) Provides services other than audits such

as gathering information and data without iden-

tifying condition, cause, effect, and criteria about

an activity or command. Provides technical ad-

vice to senior managers and commanders (AR

11-7).

(12) Makes followup reviews of internal andexternal audits to verify implementation of agreed

to audit recommendations and determine if cor-

rective actions are effective (AR 36-2).

(13) Is the command focal point for monitor-

ing all audits, surveys, and review actions made

by external audit agencies (e.g., USAAC and the

General Accounting Office) (AR 11-7).

(14) Monitors, tracks, and documents exter-

nal audits. Maintains appropriate contract and

coordination on audit matters (audit schedules,

visits, reports, etc.,) with external audit agencies,

HQDA, other supported activity internal review

elements, HQ TRADOC, USAAC staff, and sub-

ordinate commands (AR 11-7).

(15) Reviews, evaluates, coordinates, andmonitors external audit tentative findings and rec-

ommendations, draft audit reports, and final au-

dit reports. Processes official command replies

to these reports (AR 36-2).

(16) Processes other audit correspondence to

include reports of exit conference, final HQDA

positions, security clearance, and audit notifica-

tions; coordinates this information with respec-

tive USAAC staff offices, subordinate commands,

and supported activities. Maintains an auto-

mated database on all audit reports of interest

to USAAC and subordinate activities (AR 36-2).

(17) Identifies and coordinates information on

trends and patterns of internal management con-

trol systems weaknesses (AR 11-7).

(18) Complies with generally accepted Gov-

ernment auditing standards established by the

Comptroller General of the United States (AR

11-7).

2-22. Command Surgeon

a. Core competency. Command Surgeon sup-

port to HQ USAAC will be provided by the HQ

TRADOC Command Surgeon. Personnel from

HQ TRADOC’s Surgeon Office exercises staff

supervision over all aspects of health services

within USAAC and the accessions process in ac-

cordance with AR 40-1 and AR 40-5.

b. Functions.

(1) Advises the CG on health-related issues

of the command and the accessions process.

(2) Facilitates the development of concepts

requirements, and products relating to the com

mand and the accessions process.

(3) Builds a command environment that pro

motes health within the command.

(4) Monitors health care at USAAC installa

tions and activities.(5) Formulates USAAC policy on health mat

ters.

(6) Facilitates USAAC human dimension pro

grams in support of Army transformation and the

objective soldier concept.

2-23. Headquarters Companies

a. Core competency. The Headquarters Com

panies of United States Army Headquarters, For

Monroe and HQ USAREC provide support to HQ

USAAC’s military personnel assigned to Fort

Monroe and Fort Knox.

b. Functions.

(1) General administration. Provides generaadministrative support, including inprocessing

and outprocessing, military personnel actions to

include supporting unit-level Standard Installa

tion/Division Personnel System and Army Re

cruiting Information Support System personne

transactions, military finance transactions, leaves

and passes, personnel accounting and strength

reporting, military awards, evaluations (NCOERs

and OERs), and enlisted promotions.

(2) Unit administration. Maintains unit statis

tical data, additional duty appointments, alert ros

ters, hometown news releases, and duty rosters

(3) Soldier applications. Initiates requests fo

individual training, assignments and reassign

ments, the Army Married Couples Program, remission or cancellation of indebtedness, consci

entious objector status, sole surviving son o

daughter status, and permissive temporary duty

(4) Health and welfare. Oversees unit-leve

soldier readiness to include Army Substance

Abuse Program, unit funds, NAF, line of duty in

vestigations, family support and readiness pro

grams, letters of indebtedness, and weight con

trol program.

(5) Military training. Ensures personnel are

provided or have access to mandatory training

officer and NCO professional development, and

manages the unit physical training program and

periodic testing. Maintains soldier support files

(training records).

(6) Uniform Code of Military Justice. Admin

isters unit-level discipline, military justice, and

suspension of favorable actions.

(7) Retention. Administers unit-level oversigh

over retention and reenlistment support and en

sures access to retention counselors.

(8) Supply . Provides unit-level logistic suppor

for soldiers such as unit patches, unit insignia

and other similar items of supply; subject to re

imbursement by HQ USAAC, Resource and Lo

gistics Management Directorate.

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c. USAAC retains operational control over as-

signed and attached personnel.

2-24. Operations and Training Directorate

a. Core competency. Manages all aspects of

current accessions operations, cadre training,

and IMT. See figure 2-1 for organizational chart.

b. Functions.

(1) Principal staff advisor to command on all

matters relating to accessions for RA, USAR,

ARNG, officer, WO, special missions, and en-

listed accessions.(2) Coordinates and integrates accessions

mission for USAREC, USACC, and OCS.

(3) Monitors allocation of officer and enlisted

training seats.

(4) Integrates all accessions policies.

(5) Exercises tasking authority for the com-

mand.

(6) Tracks the execution of training and leader

development activities.

(7) Synchronizes and integrates cadre institu-

tional training, such as the Recruiting and Re-

tention School, Precommand Course, DSS, and

the School of Cadet Command.

(8) Coordinates with HQ TRADOC on forceprotection.

(9) Coordinates operational planning and ex-

ecution and resolves interface problems with

external agencies as needed.

(10) Ensures that the officer and enlisted re-

cruiting processes are linked.

(11) Ensures synchronization of training policy

related to BCT, Delayed Entry Program (DEP)

and Delayed Training Program training, precom-

missioning leader development, and cadre train-

ing.

(12) Coordinates with the Center for Acces-

sions Research to ensure accessions-related is-

sues are articulated and considered in the stud-

ies and analysis process.(13) Plans, coordinates, and provides person-

nel for IET assistance visits.

(14) Serves as staff proponent for Strategic

Readiness System and Monthly Status Report.

(15) Provides oversight of IET brigade com-

manders’ video teleconferences.

(16) Provides the command security manager.

c. Operations Division.

(1) Coordinates all matters relating to officer,

WO, special missions, and enlisted accessions

for RA, USAR, and ARNG.

(2) Integrates the accessions mission in coor-

dination with USAREC and USACC.

(3) Monitors officer, WO, special missions, and

enlisted accession missions status and providesrequired reports to CG USAAC and HQ

TRADOC.

(4) Integrates all accessions policies.

(5) Integrates operations execution with sub-

ordinate commands and external agencies.

(6) Develops strategic and operational metrics

of operations functions in coordination with sub-

ordinate headquarters.

(7) Monitors serious incident reports from sub-

ordinate organizations.

(8) Serves as staff proponent for Strategic

Readiness System.

(9) Serves as staff proponent for the Monthly

Status Report.(10) Provides oversight in coordination with the

Center for Accessions Research of strategic and

operation measures of effectiveness, identifies

shortfalls, and leverages internal and external

assets to enhance operational efficiency.

(11) Exercises staff proponency for:

(a) Army Accessions General Officer Steer-

ing Group process.

(b ) Accessions-related conferences involving

agencies external to USAAC.

(c) Annual USAAC Commanders’ Conference.

(d) Accessions support operations order.

(e) AR 601-2 and support programs to include

Total Army Involvement in Recruiting, General

Officer Sponsor Program, Educator/Centers ofInfluence Tour Program, Centers of Influence

Events Program, DEP and Delayed Training Pro-

gram function, and the Hometown Recruiter As-

sistance Program.

(12) Command security manager. With the

advice and assistance of HQ TRADOC Deputy

Chief of Staff for Intelligence (DCSINT), the

USAAC security manager:

(a) Designs and implements a Command In

formation Security Program with particular em-

phasis on security education, training, and pro

gram oversight (AR 380-5).

(b ) Coordinates with the installation security

officer on all personnel security matters.

(c) Coordinates with TRADOC Foreign Disclosure Office on national disclosure policy.

(d) Coordinates with the installation security

office for required Subversion and Espionage

Directed Against the Army training.

(e) Coordinates with TRADOC DCSINT fo

special threat briefings.

(f) Coordinates with the installation security of

fice on counterterrorism and force protection mat

ters and with the TRADOC DCSINT on mission

protection issues.

d. Training Division.

(1) Develops and provides USAAC training

guidance.

(2) Maintains master training and event calendar.

(3) Conducts functional review of current and

planned training requirements.

(4) Coordinates on training standardization.

(5) Monitors and assesses the linkage of of

ficer and enlisted training.

(6) Coordinates training issues with TRADOC

Army staff, the Office of the Chief, Army Reserve

and the National Guard Bureau.

(7) Monitors training, such as Recruiting and

Retention School and the School of Cadet Com

mand in subordinate commands.

(8) Synchronizes and coordinates assignment

oriented training issues with TRADOC staff.

(9) Conducts analysis in all aspects of IMT andleader development.

(10) Develops strategic and operationa

metrics of training-related trends in coordination

Figure 2-1. Operations and Training Directorate organizational chart

Director

Operations and Training

Training DivisionOperations Division

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with subordinate headquarters and HQ

TRADOC.

(11) Synchronizes critical common tasks with

officer and enlisted training.

2-25. Public Affairs Office

a. Core competency. Public affairs support to

HQ USAAC will be provided by HQ TRADOC’s

Public Affairs Office. Personnel assigned in sup-

port of USAAC are responsible for providing ad-

vice to the commander on all matters pertaining

to public affairs and contacts with the news me-dia.

b. Functions.

(1) Serves as the command’s official spokes-

person in dealings with the news media.

(2) Provides professional and technical exper-

tise to the commander and staff in the areas of

command information, media relations, and com-

munity relations.

(3) Coordinates with the Strategic Outreach

Directorate for public affairs planning, guidance,

strategic communications outreach, and program

review and evaluation.

(4) Exercises oversight and provides direction

and supervision for the public affairs mission.

2-26. Strategic Outreach Directorate

a. Core competency. The mission of the di-

rectorate is to develop, direct, and execute the

Army’s strategic communications plans in sup-

port of the recruiting and accessions missions in

accordance with AR 360-1. See figure 2-2 for

organizational chart.

b. Functions.

(1) Oversees the advertising agency in sup-

port of recruiting officers, WOs, and enlisted per-

sonnel.

(2) Coordinates and oversees the develop-

ment and execution of the USAAC public affairs

plan.(3) Implements communications research (in

coordination with Assistant Secretary of the Army

(Manpower and Reserve Affairs) and the Army

Brand Group), the development of the national

advertising campaign, and reviews and approves

subordinate units local advertising campaigns.

(4) Coordinates and provides oversight of all

advertising contracts and serves as the com-

mand’s COTR for all advertising contract actions.

(5) Develops strategies for the use of Acces-

sions Support Brigade assets through the Com-

mand Marketing Communications Council.

(6) Coordinates development of the United

States Army Parachute Team (USAPT) sched-ule with the Office, Chief of Public Affairs and

the Accessions Support Brigade.

(7) Researches, evaluates, recommends, and

executes national level event marketing activi-

ties.

(8) Coordinates use of national Army assets

(Old Guard, Fife and Drum Corps, Army Soldier

Show, other).

(9) Develops and executes national public re-

lations campaigns in support of recruiting and

accessions.

(10) Supervises the preparation, production,

and distribution of printed and electronic infor-

mation in accordance with AR 360-1.c. Operations Section functions.

(1) Plans, integrates, and synchronizes the

USAAC national advertising program to include

the full spectrum of promotions, partnerships, and

event marketing.

(2) Develops, coordinates, and executes an

annual advertising and public affairs plan in co-

ordination with HQ TRADOC’s Public Affairs Of-

fice.

(3) Coordinates communications planning and

execution with research and recruiting program

proponents.

d. Advertising Division functions.

(1) Coordinates with the Assistant Secretary

of the Army (Manpower and Reserve Affairs), theArmy Brand Group, program proponents, and the

contract advertising agency on the development,

planning, and execution of national marketing

communications programs.

(2) Develops communications objectives and

strategies.

(3) Provides policy guidance to and approves

subordinate command local advertising cam

paigns.

(4) Manages the development of brand image

advertising materials for RA, ROTC, USAR, and

AMEDD recruiting programs.

(5) Ensures communications integration and

synchronization across all product lines.(6) Manages special advertising programs fo

the Army Bands, the Chaplain Corps, the Judge

Advocate General Corps, and RA reenlistment

(7) Coordinates and develops the command’s

national media strategy, monitors and directs

media placement, and evaluates performance.

(8) Manages the national direct response pro

gram and oversees the Marketing Communica

tions Internet Web site.

(9) Manages the development and quality o

all advertising and recruiter support materials.

(10) Reviews and coordinates approval of a

national and local print and broadcast advertis

ing. Schedules and coordinates photographicmissions with installations and units.

(11) Manages the procurement and quality

control of all advertising printing through the Gov

ernment Printing Office. Coordinates with re

gional printing and procurement offices for con

tractor compliance. Develops print distribution

plans, order quantities, and reorder points for al

recruiter publicity and personal presentation

items.

(12) Provides photographic services to sup

port assigned recruiting projects. Coordinates

with the Accessions Support Brigade on the op

eration of the recruiting publicity items warehouse

system.

e. Outreach Division functions.(1) Establishes and maintains information links

concerning accessions and IMT topics between

Figure 2-2. Strategic Outreach Directorate organizational chart

DirectorStrategic Outreach

Advertising

ContractDivision

AdvertisingDivision

OutreachDivision

Operations

Section

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the command and potential partners in further-

ing the command’s mission (e.g., community of

academics, analysts, leaders of business and

industry, governmental organizations, and oth-

ers).

(2) Develops an outreach strategy document

called the Strategic Communications Plan with

the purpose of developing and maintaining in-

ternal and external partnerships. Provides the

Strategic Communications Plan to subordinate

elements and monitors its execution. Executes

national promotional events.(3) Serves as coordinating authority for the

command’s participation in such major recurring

activities as the annual Association of the United

States Army conference. Oversees the Partner-

ship for Youth Success Program.

(4) Develops strategies for the use of Acces-

sions Support Brigade assets through the Com-

mand Marketing Communications Council.

(5) Coordinates development of the USAPT

schedule with Office, Chief of Public Affairs and

the Accessions Support Brigade.

(6) Evaluates, recommends, and executes na-

tional level event marketing activities.

(7) Develops strategies and coordinates useof national Army assets (Old Guard, Fife and

Drum Corps, US Army Drill Team, Ranger and

Special Forces Teams, Soldier Show, Army En-

tertainment).

(8) Develops and executes national public re-

lations campaigns.

f. Advertising Contract Division functions.

(1) Maintains financial records and controls ex-

penditures related to the directorate’s mission.

(2) Interfaces with external agencies and ac-

tivities on all matters involving the national ad-

vertising contract.

(3) Administers the advertising contract price

analysis and evaluation of proposals. Adminis-

ters the USAAC marketing communications pro-gram to include the formulation of program esti-

mates.

(4) Administers the USAAC marketing com-

munications program to include the review and

evaluation of project requests.

(5) Conducts technical evaluations of agency

proposals for labor, travel, shipping, and subcon-

tracting costs in compliance with the terms and

conditions set forth in the agency contract.

g. Marketing Communications Research

functions. Research is provided by the Center

for Accessions Research in a direct support role.

(1) Provides for current psychographic and

demographic analysis of target markets.

(2) Analyzes environmental market trends and

competitive factors.

(3) Coordinates with subordinate command

operations directorates to analyze sales patterns

and trends.

(4) Evaluates competing incentives offered by

other services, Government agencies, and the

commercial sector.

(5) Develops measures of communications ef-

ficiency and effectiveness.

(6) Analyzes accessions to assess overall ef-

fectiveness of communications, generated leads,

and return on investment.

(7) Prepares communications research plans

and integrates current research into activities con-

ducted by the contracted advertising agency.

(8) Completes technical evaluations of con-

tractor research proposals. Presents findings and

recommends for future strategies.

2-27. Center for Accessions Research

a. Core competency. Conducts strategic level

research, studies, and analysis of the accessions

process from first contact with the market throughrecruiting, processing, and IMT. Integrates re-

sults for decision makers. Conducts studies sup-

porting change management. Analyzes the effi-

ciency of operations and develops related best-

business practices. Tests future concepts for the

development of resourcing. See figure 2-3 for

organizational chart.

b. Functions.

(1) Plans, coordinates, and integrates the re-

sults of accessions research for decision mak-

ers.

(2) Conducts market studies and analysis to

support national market strategies and subordi-

nate command missions.(3) Develops and analyzes future concepts,

synchronizes and integrates initiatives, and pro-

vides innovations enabling the command to

achieve its strategic vision.

(4) Analyzes, through internal and external re-

search, the efficacy of the accessions systems.

Offers best business practice alternatives to cur-

rent and future operations.

(5) Provides analytical support in testing and

experimentation of future concepts resulting in

an analytical foundation for resourcing the com-

mand.

c. Director functions. Acts as chief advisor to

the CG USAAC on all matters related to research,

studies, and analysis. Supports the developmentand execution of the strategic plan through inno-

vative thinking. Monitors the execution of re-

search, studies, and analysis conducted for

accessions. As the Chief Operations Research

and Systems Analysis in USAAC, advises the

CG on acquisition, training, and development of

FA49 and CF1515 personnel. Maintains state-

of-the-art means for the application of operations

research and systems analysis theory to mar-

keting and management science problems.

d. Accessions Systems Division functions.

(1) Conducts research and analysis of soldiers

and leaders from DEP retention through comple-

tion of IET.

(2) Conducts holistic analysis to determine the

efficacy of the accessions systems and devel-

ops alternative system constructs.

(3) Identifies and analyzes business processes

and practices within the accessions system and

offers alternatives for change.

(4) Determines the efficacy of current opera-

tional and organizational constructs and offers

alternatives.

(5) Conducts and supports tests of concepts

and initiatives for marketing, accessions systems,

and business processes.

e. Marketing Research and Analysis Division

functions.

(1) Develops situational awareness of the re

cruiting environment.

(2) Develops a common ground picture of the

marketplace.

(3) Determines the wants and needs of youth

markets.

(4) Conducts attitude and behavioral studies

and analysis to determine impacts on the acces

sions domains.

(5) Maintains a set of tools including Teenage Research Unlimited, surveys, and databases

that allow the Army to remain the leader in the

youth market.

(6) Understands the wants and needs of youth

and provides that information to the command

and the Army.

(7) Provides market specific information re

quired by major subordinate commands (MSCs

for alignment of organizational boundaries.

(8) Analyzes current incentives efficacy fo

Army service opportunities and develops con

cepts for future incentives to remain competitive

in the youth market.

(9) Conducts competitive analysis of Armymarkets as it relates to academia, industry, and

sister services.

(10) Provides the leadership with accurate and

timely competitive analysis.

(11) Provides communications research sup

port for advertising and outreach linking acces

sions specific research to communications ac

tivities.

(12) Develops, researches, and evaluates ef

fectiveness and best use of advertising and ad

vertising resources.

(13) Collects, analyzes, and distributes criti

cal market research information to key USAR

force manning decision makers.

f. Research Integration and Support Divisionfunctions.

(1) Identifies gaps in research and studies

Identifies areas of opportunity for work that re

lates to accessions.

(2) Develops an integrated research and stud

ies master plan for accessions.

(3) Identifies third party research and studies

of interest to accessions and leverages research

partners to take advantage of nonsponsored

work.

(4) Determines and distributes data require

ments for the command.

(5) Maintains databases for accessions re

search and analysis.

(6) Assists in collecting, sorting, and compil

ing surveys, studies, and reports.

(7) Reviews and coordinates requirements fo

data processing support.

(8) Maintains a technical library of research

studies, evaluations, tests, reports, publications

lessons learned, and other documents pertain

ing to accessions.

(9) Maintains state-of-the-art technology (sys

tems and software) that supports operations re

search and market studies.

(10) Develops web support for information dis

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tribution of research results and for collection of

survey data.

(11) Synthesizes the results of external re-search, studies, and analysis and distributes in-

formation to staff and MSCs.

2-28. Human Resources Directorate

a. Core competency. Advises and assists the

commander on all matters relating to military

personnel management and administration. See

figure 2-4 for organizational chart.

b. Functions.

(1) Directs the implementation of established

HQDA policies and procedures concerning mili-

tary personnel systems and directs the assign-

ment, transfer, and hiring of personnel within HQ

USAAC.(2) Provides oversight of command well-be-

ing programs.

(3) Provides equal opportunity (EO) for mili-

tary personnel.

(4) Provides liaison between the command

and other installations and HQDA activities on

military personnel matters.

(5) Manages the personnel support memoran-

dum of agreement between the command and

subordinate commands and installations staffs

that are performing personnel actions on behalf

of the headquarters.

(6) Consolidates subordinate command per-

sonnel reports and provides analysis and rec-

ommendations to the CG USAAC regardingthem.

(7) Oversees strength management and ac-

counting performed by subordinate commands

for the headquarters and provides advice to the

command’s leadership on all aspects of person-

nel utilization.

(8) Coordinates the strength management of

personnel assigned or attached to USAAC.

(9) Processes promotion and school selection

lists.

(10) Oversees awards and decorations poli-

cies and programs within HQ USAAC.

(11) Serves as the primary liaison officer be-

tween the command and other supporting activi-ties such as chaplain, surgeon, personnel secu-

rity, and safety offices.

c. Personnel Services Office functions.

(1) Directs, supervises, and coordinates the

strength management of all RA and Active Guard

Reserve military personnel assigned or attached

to HQ USAAC. Manages the Officer Distribution

Plan and Enlisted Distribution Target Model for

the headquarters.

(2) Coordinates requirements with the United

States Total Army Personnel Command, indi-

vidual branches or specialty managers and with

OCAR, United States Army Reserve Personnel

Command.(3) Prioritizes and requisitions military person-

nel replacements for the headquarters based

upon projected losses and reassignments. Moni-

tors requisitions to ensure they are validated and

filled within cycle. Develops command military

personnel policies.

(4) Provides military personnel quantitative

and qualitative management information, includ-

ing promotion and school selection board results.

(5) Processes nominative, by name, and other

special assignments, transfers, reliefs, and re-

assignments.

(6) Maintains record of the military personnel

rating chain and implements officer and enlisted

rating systems.(7) Provides military strength management in-

put into command plans, programs, and reports.

Monitors subordinate commands’ military person-

nel qualitative and quantitative management in-

formation.

(8) Coordinates the headquarters military

awards program, including assistance with NCO

and Soldier of the Year, MacArthur, and other

special awards.

(9) Develops and manages the internal HQ

USAAC rating scheme.

(10 ) Tracks personnel evaluation reports

within the headquarters and assists in ensuring

timely and accurate submission of reports.(11) Maintains the personnel and awards or

ders log for the command.

d. EO advisor functions.

(1) Serves as principal advisor to the com

mander and staff concerning the EO Program

for military personnel.

(2) Assists the commander in developing and

coordinating plans, policies, directives, and regu

lations for the command EO Program. Assess-

es the command climate through surveys, inter-

views, and unit visits.

(3) Organizes or assists with training sessions

pertaining to EO, unlawful discrimination, and the

Consideration of Others Program.(4) Receives and assists in processing indi

vidual complaints of unlawful discrimination and

sexual harassment. Conducts EO inquiries in ac

cordance with commander’s guidance.

(5) Maintains liaison with TRADOC and sub

ordinate commands on EO matters.

(6) Assists the commander in promoting di

versity awareness.

e. Well-Being Programs functions.

(1) Provides guidance, evaluation, and tech

nical assistance to the command in implement

ing programs pertaining to soldier and family ser-

vices.

(2) Advises the commander concerning ser

vices, programs, and resources oriented on im-proving the health, welfare, and morale of sol-

diers, civilian employees, and family members

of the command.

(3) Manages command participation in the

Army Family Action Plan.

(4) Serves as proponent for command respon

sibilities under AR 608-18, Army family team

building, and programs designed to address spe

cific needs (i.e., consumer affairs, financial as

sistance, exceptional family member, outreach

foster care, and related programs). Provides li

DirectorCenter for Accessions

Research

Research Integrationand Support Division

Marketing Researchand

Analysis Division

Figure 2-3. Center for Accessions Research organizational chart

Accessions SystemsDivision

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UPDATE • USAAC Reg 10-1

aison between the command, installation, and

community safety, security, and support activi-

ties on matters pertaining to soldier and familyservices.

(5) Conducts liaison for natural disaster re-

sponse with TRADOC and installation support

of soldier and family services.

(6) Evaluates the effectiveness of programs

and researches and provides current professional

guidance and information to USAAC personnel.

(7) Manages command participation in the

spouse orientation and leader development ini-

tiative.

2-29. Information Support Activity

a. Core competency. Provides information

mission area (IMA) support for USAAC, its sub-ordinate elements, and external customers. See

figure 2-5 for organizational chart.

b. Functions.

(1) Includes automation, telecommunications,

records management, printing, publications,

forms, and visual information. Develops, fields,

maintains, and provides life cycle replacement

for automation and information systems.

(2) Develops policy, guidance, and standards

for all facets of IMA and serves as the arbitrator

for IMA priorities.

(3) As the USAAC Chief Information Officer

advises the CG and staff on proposed and

planned automation and information system proj-

ects and is responsible for overall managementof the command’s IMA resources.

(4) Directs and controls IMA support provided

to USAAC and subordinates.

(5) Establishes and monitors IMA policy,

goals, and objectives.

(6) Represents the command before higher

headquarters and external entities.

(7) Implements the Chief Information Officer’s

instructions at respective locations through its

deputy directors at Fort Knox and Fort Monroe;

provides advice on requirements and projects;

and ensures operations are consistent with IMA

goals, resources, and plans.

c. Headquarters support staff functions.(1) Provides information technology (IT) sup-

port to HQ USAAC staff at Fort Monroe.

(2) Addresses the daily management and

maintenance requirements (through direct inter-

vention and/or passback requirements coordina-

tion) for the headquarters staff automation and

communication needs.

d. Field support teams functions.

(1) Develops recruiting brigade automation

plans, provides technical guidance, and assists

in the development of requirements and specifi-

cations.

(2) Manages IT equipment distribution, opera-

tion, maintenance, security, and disposal for re-cruiting brigades.

e. Strategic Planning Element functions.

(1) Convenes integrated process teams to ad-

dress a broad range of planning requirements.

(2) Translates the command’s vision, mission,

and goals into defined IT strategies and solu-

tions; influences and formulates the command’s

vision; and enables solutions for functional re-

quirements.

(3) Assesses broad mission environment to

develop near-term and long-term IT courses of

action.

(4) Develops the framework for the overall IT

direction. Reviews changes and requirements to

identify IT mission impacts and develops subse-quent IT positions.

(5) Develops IT policy in support of the mis-

sion in conjunction with guidance from directives

and higher headquarters system architectures.

(6) Develops outyears budget submissions.

Monitors and makes recommendations concern-

ing execution year IT budget.

f. Applications and Programming Division

functions.

(1) Plans and coordinates application systems

implementation.

(2) Provides software development and sus

tainment support for mission and external cus

tomers.(3) Designs and develops database manage

ment systems for USAAC IT software systems

(4) Provides daily production support for the

command’s automated systems.

(5) Provides advice on software engineering

issues.

(6) Performs liaison with external agencies to

determine interfaces between systems.

g. Communications, Electronics, and Opera

tions Division functions.

(1) Provides centralized management, admin

istration, and sustainment of all communications

equipment and services for USAAC. Evaluates

new technology, equipment, and service; devel-ops and implements project management plans

for supported programs; and manages com

mandwide voice, video, and data systems as

sociated with the command’s communications

infrastructure.

(2) Plans, designs, engineers, implements

tests, operates, and maintains the multiservice

communications systems.

(3) Plans and supports specialized services

to include voice, video, data, and other specially

managed items.

(4) Manages and administers the command’s

global wide area and local area networks.

(5) Formulates budget and Program Objectiv

Memorandum (POM) submissions for commandcommunications architecture.

(6) Provides centralized help desk services in

support of automation, communications, hard

ware, software, and maintenance services across

USAAC.

h. Systems Integration Division functions.

(1) Ensures the integration of IT components

as they are introduced into the larger enterprise

architecture.

(2) Ensures IT tracking databases are updated

and backed up.

Figure 2-4. Human Resources Directorate organizational chart

Director

Human Resources

Equal

OpportunityAdvisor

PersonnelServices

Office

Well-BeingPrograms

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(3) Conducts project management activities

related to requirements analysis, integrated

schedule, quality assurance, configuration man-

agement, risk management, system integration

testing, and deployment.

(4) Serves as the designated approval author-

ity for IT architecture security.

(5) Implements and maintains the Army Infor-

mation Assurance Program structure within

USAAC.

i. Information Services Division functions.

(1) Acquires approved IT equipment and ser-

vices necessary to support the command’s mis-

sion.

(2) Ensures administrative and COTR func-

tions are performed on these IT contracts.

(3) Ensures the command’s IT equipment is

maintained, repaired, and life-cycled in support

of the command or campaign plan.

(4) Ensures the IT requirements tracking sys-

tem is functioning adequately and that IT capa-

bilities requests are utilized to process the

command’s IT requirements.

(5) Manages operations of special mission

areas: Records management, publications,

printing, forms, and visual information. Respon-

sible for capturing requirements at MSC levels

for rollup, and conducts working-level commit-tees and boards for prioritization of IT resources.

(6) Coordinates required and appropriate IMA

support for training events. Performs systems

analyst and project officer duties in support of IT

projects.

(7) Administers the Management Control Pro-

gram and provides Freedom of Information Act

and Privacy Act support.

2-30. Resource and Logistics Management

Directorate

a. Core competency. Oversees and has policy

authority for funding, logistics, contracting, and

manpower management functions and is the of-

fice of responsibility for civilian personnel actions.

See figure 2-6 for organizational chart.

b. Functions.

(1) Collects, validates, and reviews command

funding and manpower requirements and moni-

tors program resources and execution.

(2) Continually evaluates mid-term and long-

term accessions investment strategies and de-

velops new and revised strategies where appli-

cable.

(3) Determines funding requirements, obtains

resources, and manages appropriations and dis-

tribution of all funds received by the command.

(4) Controls allocated and appropriated funds

and monitors execution of the USAAC budget.

Provides fiscal oversight for NAF managed by

the Headquarters Companies commanders.

(5) Prepares impact statements for changes

in budget, provides input to the DA programming

system, and directs and reviews organizational

and cost analysis studies.

(6) Serves as proponent for the HQ USAAC

manpower programs and TDA.

(7) Provides guidance for civilian personnel

management and administration.c. Finance and Accounting Office functions.

(1) Provides finance and accounting policy in-

terpretation and technical guidance to HQ

USAAC, subordinates, and activities to ensure

compliance with statutory policy and to promote

fiscal stewardship.

(2) Serves as the managerial accountant for

the command. Forms policy, directs procedures,

and monitors cost accounting activities to improve

business practices.

(3) Develops, controls, monitors, and revises

financial programs and regulations within the

command.

(4) Provides financial policy advice related to

military and civilian pay entitlements and allow

ances. Serves as staff proponent for USAAC poli-

cies and regulations relating to finance and man

agement accounting functions.

(5) Serves as office of record for document

ing fund control responsibility for command and

staff elements executing financial transactions

(6) Serves as focal point and monitors all ac

tions relating to the General Accounting Office

Army Audit Agency, Internal Review and Audi

Compliance, or other audit activity inspection

reports related to financial services administra

tion.

(7) Reviews accounting performance with

command budget policy.

(8) Serves as proponent office for the following HQ USAAC programs:

(a) Army Ideas for Excellence Program.

(b) Travel Card.d. Resource Operations Division functions.(1) Serves as the financial manager for policy

guidance. Develops obligation and executionplans, reviewing trends, and obligation rates fothe impact of resource utilization and possible

reprogramming action.(2) Exercises control over fund allocations and

ceilings.

(3) Exercises controls to prevent misusefraud, or overobligation of funds.

(4) Represents the command at TRADOC and

HQDA on funding issues.(5) Consolidates cost and impact statements

concerning increases and decreases.

(6) Maintains accounts at levels supporting thedevelopment of data to provide required reportson the status of funds and programs.

(7) Makes required and prescribed reconcilia

Information Support

Activity

Applications and

ProgrammingDivision

Communications,

Electronics, andOperations Division

Strategic PlanningElement

Information

ServicesDivision

SystemsIntegration

Division

Figure 2-5. Information Support Activity organizational chart

8/14/2019 US Army: r10 1



tion and verification of accounting data. Con-ducts liaison with the TRADOC budget office,contracting offices, and other activities as may

be required in support of executing command

programs.(8) Administers funds used for HQ USAAC

and staff elements, including travel orders, con-tracts, supply and equipment requests, and otherfinancial documents in support of the headquar-

ters.(9) Manages the civilian pay program for HQ

USAAC civilians.

(10) Participates in the TRADOC ProgramBudget Advisory Committee, Program ReviewAdvisory Committee (PRAC), Working PRAC,

Senior PRAC, and Board of Directors mid-yearreview for year of execution. ConsolidatesTRADOC budget guidance for the entire com-

mand and addresses command program short-

falls. Conducts budget execution reviews. Con-ducts the command Program Budget Advisory

Committee.(11) Provides advice to the CG USAAC on ac-

quisition, procurement, facilities, transportation,

supply, and logistics.(12) Develops the command’s procurement

and logistical guidance, and ensures compliance

with property accountability and responsibility.(13) Serves as the focal point for the

command’s centralized and advanced procure-

ments; provides oversight of the InternationalMerchant Purchase Authorization Card creditcard program; provides oversight and coordina-

tion of AR 5-9 responsibility, logistical regulatoryguidance, policies, and procedures; and coordi-nates with the TRADOC Acquisition Center for

policy and interpretation guidance.(14) Provides manpower analyst services to

the command.

(15) Provides advice to the CG USAAC on ac-quisition, procurement, facilities, transportation,supply, and logistics.

(16) Reviews and coordinates support agree-ments.

(17) Provides guidance for authority issues,

negotiable instruments, media, and real estateissues.

(18) Serves as point of contact for leased fam-ily housing and bachelor leased housing pro-grams.

(19) Directs and manages changes to cloth-

ing and equipment authorization allowances.(20) Manages basis of issue plans.

e. Programs Division functions.(1) Directs, coordinates, prepares, and ana-

lyzes POM for funding and manpower. Executes

TRADOC and HQDA planning and programmingguidance.

(2) Presents and justifies the POM to

TRADOC and HQDA.(3) Develops and manages outyear funding

requirements for all classes and sources of funds

for which it is responsible.(4) Monitors current year execution for outyear

resource implications. Identifies outyear re-

source requirements and incorporates them in

programming documents.(5) Validates manpower input into DA pro-

gramming and planning systems. Develops andmanages budget and funding policies and objectives.

(6) Presents USAAC POM issues to DA andTRADOC, PRAC, Senior PRAC, Board of Direc-tors, and working PRAC meetings. Directs and

has oversight authority of cost studies. Programmanager for metric modeling and all USAAC ini-tiatives.

f. Civilian Personnel Office functions. In co-ordination with the TRADOC Civilian PersonnelDirectorate:

(1) Arranges for local civilian personnel ser-vicing for all command organizations and activi-ties.

(2) Conducts field visits, reviews reports, andmaintains contact with civilian personnel officesto evaluate the quality of services and promote

required improvements.(3) Evaluates civilian personnel management

throughout the command, analyzes appropriate

personnel reports, provides onsite advice andassistance, and conducts surveys as required.

(4) Assures consistency of interpretation of

regulations and procedures.(5) Manages civilian personnel actions for HQ

USAAC.

Chapter 3

United States Army Accessions Support Bri

gade

3-1. Core competency

Serves as the command and control headquar-

ters for the United States Army Mission Suppor

Battalion (MSB), the USAPT, and the United

States Army Marksmanship Unit (AMU). See fig

ure 3-1 for organizational chart.

3-2. Functions

a. Commands and provides mission guidance

and intent to subordinate elements.

b. Administers field grade Uniform Code o

Military Justice authority within the Accessions

Support Brigade.

c. Develops and administers plans, policies

and programs concerning the scheduling and use

of Support Brigade assets in accordance with

guidance from the CG USAAC.

d. Serves as proponent for USAAC Reg XXX

(to be published) on standard procedures for em

ployment of USAAC strategic exhibit assets.

3-3. Headquarters, United States Army Ac

cessions Support Brigade

a. Resource Management functions.

(1) Advises the commander on how to man

age and control manpower and financial re

sources.

(2) Provides financial policy guidance, direction, and financial advice to the commander

senior staff, and subordinate commanders on a

financial management issues.

(3) Interprets and implements Federal law

DOD, HQDA, and USAAC policies and proce

dures pertaining to fund control.

(4) Plans, organizes, directs, and controls fi

nancial and manpower programs (i.e., budget

accounting, manpower management, and man

agement information requirements).

(5) Develops resource management plans, re

Figure 2-6. Resource and Logistics Management Directorate organizational chart

Director

Resource and

Logistics Management

Finance and

AccountingOffice

ProgramsDivision

Resource

OperationsDivision

Civilian

PersonnelOffice

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views plans for resource supportability, and de-

velops service agreements.

(6) Develops and evaluates the obligation

plan, the annual operating budget, budget ex-

ecution reviews, and monthly status of funds.

(7) Controls and maintains the TDA, includ-

ing preparing and submitting valid manpower and

equipment changes to HQ USAAC.

(8) Plans, develops, and implements civilian

personnel manpower and management systems,

procedures, and techniques by data analysis and

onsite reviews.

(9) Serves as action office for the Government

Travel Card Program, EEO, Affirmative Action

Program, Army Ideas for Excellence Program,

and Career Program Manager for CP-11 and CP-

26.

b. S1 (Administration) functions.(1) Serves as principal advisor to the com-

mander concerning all human resources pro-

grams and actions.

(2) Processes and monitors all personnel ac-

tions and requests.

(3) Verifies that position numbers are assigned

to incoming personnel and inputs those numbers

into the Standard Installation/Division Personnel

System.

(4) Processes all military and civilian awards

and evaluation reports.

(5) Prepares promotion packets for eligible

soldiers going before a promotion board.

(6) Monitors the E-3 and E-4 promotion eligi-

bility roster monthly.

(7) Processes, coordinates, and monitors all

disciplinary actions for the commander. Initiates

suspension of favorable actions and verifies ac-

curacy of the C95 report.

(8) Serves as point of contact for Fort Knox

and community events and morale, welfare, and

recreation activities.

(9) Serves as safety officer and EO and EEO

advisor for the commander.

(10) Monitors and reports personnel tempo.

(11) Manages the Reenlistment and Reten-

tion Program.

(12) Manages the Family Assistance Readi-

ness Program and monitors quality of life issues.

(13) Manages the Family Care Program.

(14) Manages the headquarters weight con-

trol program and monitors subordinates.

c. S3 (Operations and Plans) functions.

(1) Advises the commander about operations,

plans, organization, training, and force modern-

ization.

(2) Assists in the management, planning, and

day-to-day operation of the command.

(3) Develops near-term and long-term oper-

ating strategies for the command and subordi-

nate units.

(4) Develops and implements standing oper-

ating procedures for the command.(5) Develops and implements a management

system to establish policies, responsibilities, op-

erating procedures, and performance measures

for exhibiting assets.

(6) Serves as a working-level member of the

Command Marketing Communications Council,

Synchronization Matrix, and Resource Allocation

Council.

(7) Prepares concept and decision papers con-

cerning new or changed policy or changes to

organizational structure and functions.

(8) Provides advice, counsel, and assistance

to the commander and subordinate units on mat-

ters relating to the employment of strategic as-

sets.

(9) Prepares annual and quarterly training

guidance for the command.

(10) Conducts research and surveys to iden-

tify problems relating to audience acceptance and

reaction to programs and activities.

(11) Requests and coordinates training.

(12) Manages the Managed Unit Project Ac-

count Program.

(13) Assists in design concept, design, and

recommends for approval promotional materials

highlighting the brigade’s unique assets and ex

hibits.

d. S4 (Logistics) functions.


mander for all matters concerning the coordina

tion of logistic integration of supply, maintenance

transportation, and services for the command.

(2) Serves as the headquarters property boo

officer.

(3) Monitors and tracks command designated

pacing items.

(4) Serves as vehicle maintenance coordina

tor and submits required reports.

(5) Serves as the unit’s International Merchan

Purchase Authorization Card program holder and

tracks related funding.

(6) Coordinates and monitors facility suppor

for the brigade and subordinate units.(7) Coordinates the procurement of all vehicle

support.

(8) Coordinates all applicable classes of sup

ply and forecasts requirements.

(9) Develops logistics plans and annexes to

support operations.

(10) Manages, coordinates, and forecasts re

quirements for the Accessions Support Distribu

tion Center.

e. Information Management functions.


mander on all matters concerning information

management actions.

(2) Advises the commander on automation

and information management requests.

(3) Maintains personal computer hardware

and software.

(4) Serves as information systems security

office.

(5) Prepares and reviews information capa

bility requests. Determines functionality of re

quested computer items.

(6) Provides technical assistance to the bri

gade.

(7) Recommends unfinanced requirement pri

Figure 3-1. United States Army Accessions Support Brigade organizational chart

United States Army

Accessions SupportBrigade

United States Army

MarksmanshipUnit

United States ArmyMission Support

Battalion

United States ArmyParachute

Team(Golden Knights)

8/14/2019 US Army: r10 1



orities.

f. See figure 3-2 for organizational chart.

3-4. United States Army Mission Support

Battalion

a. Core competency. Generates nationwide

leads to enhance Army recruiting. Manufactures

specialized marketing products and awards for

recruiters. Manufactures special marketing prod-

ucts designed for USAAC. Maintains a positive

climate for soldiers, civilians, and their families.

b. Functions.

(1) Oversees the operations of all subordinate

divisions within the MSB while providing continu-

ous support to the Headquarters, Mobile Exhib-

iting Company, Fixed Exhibit Company, and

Special Products Division.

(2) Develops strategic and operational plans

(for asset use and modernization) for the MSB.(3) Plans, programs, and accounts for MSB

resources.

(4) Plans and conducts exhibitor training (ini-

tial and sustainment).

(5) Provides administrative, personnel, main-

tenance management, logistical, and information

management support to the MSB.

(6) Manages special exhibits maintained by

the MSB.

(7) Coordinates execution of touring sched-

ules.

c. Mobile Exhibiting Company functions.

(1) Conducts over the road mobile exhibiting

operations to include: Touring cinema vans, ad-

venture vans, multiple exhibit vehicles, and climb-

ing rock wall assets. Knowledgeable MOS 79R

personnel transport, maintain, and present the

exhibits.

(2) Provides assets based on requests, Com-

mand Marketing Communications Council na-

tional target distribution of assets among USAAC

units, available touring funds, and physical loca-

tions of exhibit sites.

(3) Supports the National Science Center, a

joint venture administered by the National Sci-

ence Center Army Task Force and the National

Science Center Foundation at Fort Discovery,

Augusta, Georgia. The National Science

Center’s mission is to support and improve sci-

ence, mathematics, communications, and elec-

tronics education and training.

d. Fixed Exhibit Company functions.

(1) Conducts fixed exhibiting operations to

support the Army accessions mission through

participation in conventions and conferences of

national associations, trade shows, and other ex-

hibiting events.

(2) Develops and implements a management

system to establish program objectives, policies,

responsibilities, operating procedures, and per-

formance measures.

(3) Develops management processes that in-

clude strategic and conceptual planning, orga-

nizing, staffing, coordinating, supervising, andallocating available resources to support the pro-

gram and related exhibiting activities.

(4) Defines both marketing and sales objec-

tives for national conventions and other trade

show participation. Creates strategy for reach-

ing these objectives. Integrates trade shows and

conventions promotional plans with other mar-

keting communication plans to achieve maximum

benefit.

(5) Develops, coordinates, and employs other

communication media and special promotions to

more effectively communicate with professional

audiences and association memberships.

(6) Develops and implements effective and ef-

ficient exhibit systems for use at conventions,

trade shows, and conferences that facilitate two-

way channels of communication between USAAC

representatives and selected target audiences,

capitalizing on opportunities for improving rela-

tionships and profitable communication ex-

change.

(7) Establishes and builds on relationships with

national, state, and local association officials and

association memberships that impact on recruit-

ing efforts.

(8) Provides advice, counsel, and assistance

to CG USAAC and HQ USAAC staff, Accessions

Support Brigade commander and staff, the MSB

commander, and other USAAC elements on

matters relating to the National Convention and

Trade Show Program. Coordinates joint activi

ties with military services and DA agencies.

(9) Arranges Army general officer and othe

senior leadership participation in national and re

gional conventions hosted by national associa

tions.

(10) Assists USAREC, USACC, USAREC and

ROTC brigades and battalions, AMEDD detach

ments, and USAAC units with exhibit programs

to help maximize their exhibiting effectiveness.

(11) Conducts research, collects formal and

informal feedback, conducts surveys to identify

existing and potential problems, and determines

target audience acceptance and reaction to theArmy and USAAC programs, policies, and

activities. Compiles and tabulates evaluation

data and prepares studies to develop improve

ments and modifications to the USAAC Nationa

Convention and Trade Show Exhibit Program.

e. Special Products Division functions.

(1) Serves as a COTR.

(2) Oversees a Government-owned contrac

tor-operated facility to assist in the stewardship

of Government resources within the Government

owned contractor-operated facility.

(3) Administers contract for audiovisual

graphic, and photographic support services.

(4) Conducts contract management opera

tions to include the review and execution of work

orders to the contract and maintenance of the

work order log.

(5) Develops, implements, and maintains qual

ity assurance surveillance plan. Monitors

contractor’s progress and evaluates contractor’s

performance.

(6) Develops, analyzes, and maintains data

bases for workload data, contract cost data, cos

analysis, and visual information data.

(7) Serves as liaison with contracting officers

Headquarters,United States Army

AccessionsSupport Brigade

S4(Logistics)

Figure 3-2. Headquarters, United States Army Accessions Support Brigade organizational chart

InformationManagement

ResourceManagement

S1(Administration)

S3(Operations

and Plans)

8/14/2019 US Army: r10 1



Department of Labor, US Army Audit Agency,

Defense Contract Audit Agency, contractors, cli-

ents, legal counsel, and other activities.

(8) Manages the production of quarterly and

annual award plaques for the USAREC Awards

Program to include the Glen E. Morrell and Chief

of Staff of the Army awards.

(9) Manages the production of USAAC sup-

port specialty items for the field.

(10) Constructs state-of-the-art mobile and

fixed exhibits.

3-5. United States Army Parachute Team

(Golden Knights)

a. Core competency. Conducts parachute

demonstration jumps throughout the nation, sup-

ports recruiting efforts, and wins parachuting

events at the national and international level.

Promotes the Army, increases Army awareness,

improves Army public relations, and helps to

improve the prestige of the Army.

b. Functions.

(1) Performs parachute demonstration jumps

across the nation and throughout the world.

(2) Supports Army recruiting efforts by mak-

ing demonstration parachute jumps and conduct-ing personal appearances.

(3) Provides tandem parachute jumps in sup-

port of Army public relations and recruiting initia-

tives.

(4) Establishes and trains a formation skydiv-

ing team to win freefall formation competitions

at the national and international level.

(5) Establishes and trains a style and accu-

racy team to win style, accuracy, and team ac-

curacy competitions at the national and interna-

tional level.

(6) Provides aviation support for demonstra-

tion teams, formation skydiving team, and style

and accuracy team.

(7) Conducts media relations support of allparachute teams and events.

(8) Conducts testing and evaluation of para-

chuting equipment.

(9) Provides technical advice and assistance

in military freefall parachuting.

(10) Develops freefall parachuting techniques

and safety procedures.

(11) Provides rigger support to the team.

(12) Provides administrative support to the

team.

(13) Provides logistics support to the team.

(14) Conducts budgeting operations to sup-

port team missions and requirements.

(15) Provides maintenance support for non-

standard aircraft.

c. Aviation Section functions.

(1) Provides all organic, nonstandard aircraft

and maintenance support to the USAPT.

(2) Manages all aircraft flight hours in accor-

dance with Army regulations.

(3) Coordinates with depot level agencies.

(4) Establishes and maintains an aircrew train-

ing program that includes nonstandard aircraft.

(5) Provides safety programming and assists

maintenance and flight operations.

d. Demonstration Teams’ functions.

(1) Performs parachute demonstration jumps

and conducts recruiting support to enhance

awareness of the Army.

(2) Conducts parachute training and tandem

proficiency training.

e. Competition Teams’ functions.

(1) Competes in national and international

level parachute competitions.

(2) Trains formation skydiving.

(3) Trains style and accuracy team in tradi-

tional style parachuting.

3-6. United States Army Marksmanship Unit

a. Core competency . Selects, equips, and

trains soldiers to compete and win in interservice,

national, international, and Olympic marksman-

ship competitions. Promotes the Army and en-

hances Army recruiting efforts. Enhances Army

combat readiness.

b. Functions.

(1) Supports Army recruiting by providing

marksmanship demonstrations and making per-

sonal appearances.

(2) Provides marksmanship support of public

relations and recruiting initiatives.

(3) Conducts demonstrations.(4) Establishes and trains marksmanship

teams.

(5) Competes in and wins marksmanship com-

petitions.

(6) Trains to win positions on US Olympic

teams.

(7) Conducts testing and evaluation of cus-

tom shooting equipment.

(8) Acquires through testing, modification, and

liaison with civilian manufacturers and DOD

agencies information on current competitive

shooting equipment and supporting items that

optimize performance of the equipment.

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Appendix A

References

Section I

Required Publications

There are no entries in this section.

Section II

Related Publications

AR 5-9

Area Support Responsibilities.

AR 10-87

Major Army Commands in the Continental United

States.

AR 11-2

Management Control.

AR 11-7

Internal Review and Audit Compliance Program.

AR 20-1

Inspector General Activities and Procedures.

AR 27-1

Judge Advocate Legal Services.

AR 27-10

Military Justice.

AR 36-2Audit Reports and Followup.

AR 40-1Composition, Mission, and Functions of the Army

Medical Department.

AR 40-5

Preventive Medicine.

AR 135-2

Full-Time Support Program.

AR 140-30

Active Duty in Support of the United States ArmyReserve (USAR) and Active Guard Reserve(AGR) Management Program.

AR 165-1Chaplain Activities in the United States Army.

AR 360-1The Army Public Affairs Program.

AR 380-5Department of the Army Information Security

Program.

AR 385-10

The Army Safety Program.

AR 601-2

Army Promotional Recruiting Support Programs.

AR 608-18

The Army Family Advocacy Program.

AR 690-12

Equal Employment Opportunity and Affirmative

Action.

AR 690-600

Equal Employment Opportunity Discrimination

Complaints.

AR 870-5

Military History: Responsibilities, Policies, and

Procedures.

AR 870-20

Army Museums, Historical Artifacts, and Art.

DOD 7600.7-M

Internal Audit Manual.

TRADOC Reg 350-6

Enlisted Initial Entry Training (IET) Policies and

Administration.

TRADOC Reg 350-10

Institutional Leader Training and Education.

TRADOC Reg 350-16Drill Sergeant Program (DSP).

TRADOC Reg 385-2

TRADOC Safety Program.

TRADOC Pam 600-4

IET Soldier’s Handbook.

Section III

Prescribed Forms


Section IV

Referenced Forms


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18 UPDATE USAAC Reg 10 1

Glossary

Section IAbbreviations

AMEDDArmy Medical Department

AMUUnited States Army Marksmanship Unit

ARNGArmy National Guard

BCTbasic combat training

CGCommanding General

COEChief of Engineers

CofSChief of Staff

COTRcontracting officer’s technical representative

CSMCommand Sergeant Major

DADepartment of the Army

DCGDeputy Commanding General

DCSDeputy Chief of Staff

DCSINT

Deputy Chief of Staff for Intelligence

DEPDelayed Entry Program

DODDepartment of Defense

DSSDrill Sergeant School

EEOequal employment opportunity

EO

equal opportunity

HQDAHeadquarters, Department of the Army

HQ TRADOCHeadquarters, United States Army Training andDoctrine Command

HQ USAACHeadquarters, United States Army Accessions

Command

HQ USARECHeadquarters, United States Army Recruiting

Command

IET

initial entry training

IG

Inspector General

IMA

information mission area

IMT

initial military training

IT

information technology

MOS

military occupational specialty

MSB

United States Army Mission Support Battalion

MSC

major subordinate command

NAF

nonappropriated funds

NCO

noncommissioned officer

NCOER

noncommissioned officer evaluation report

OCS

Officer Candidate School

OER

officer evaluation report

POM

Program Objective Memorandum

PRAC

Program Review Advisory Committee

RA

Regular Army

RC

Reserve Component

ROTC

Reserve Officers’ Training Corps

TDA

tables of distribution and allowances

TRADOCUnited States Army Training and Doctrine Com-mand

USAACUnited States Army Accessions Command

USACC

United States Army Cadet Command

USAPT

United States Army Parachute Team

USAR

United States Army Reserve

USAREC

United States Army Recruiting Command

USATC

United States Army Training Center

USMA

United States Military Academy

USMEPCOM

United States Military Entrance Processing Com-mand

WOwarrant officer

Section IITermsThere are no entries in this section.

US Army: r10 1

Documents

Transcript of US Army: r10 1